Public Delivery Plan 2024/25

What is the Office of the Police, Fire & Crime Commissioner

The Mayor is supported by a team of staff employed by the York & North Yorkshire Office for Policing, Fire, Crime and Commissioning (OPFCC). The person in charge of that team, is the Chief Executive.

Whilst the Mayor is a politician who is elected by the public, the York & North Yorkshire Office for Policing, Fire, Crime and Commissioning is a non-political, impartial organisation.

Like the Civil Service supports Ministers in Central Government to deliver their policies and the commitments they make to the public when they are elected, the OPFCC does likewise for the elected Mayor – and does so with the same expectations of political neutrality.

One of the main roles of the OPFCC is to make sure that the Mayor exercises their powers properly and responsibly which it does through scrutiny. The OPFCC’s scrutiny work is done openly, and the public can access and take part in it. This helps the people of York and North Yorkshire to make their own informed opinions about whether they trust, and are confident in, the organisations which exist to protect them from harm and respond to them in an emergency.

The work of the OPFCC generally fits into 8 categories:

1. Engaging with the public and making information available to them.
2. Scrutinising North Yorkshire Police (NYP) and North Yorkshire Fire & Rescue Service (NYFRS) to enable the Mayor to hold Chief Officers to account.
3. Dealing with complaints and using learning from complaints and compliments, to improve services.
4. Making excellent support services available for people who have experienced or (in some cases) committed crime and to address the root causes of offending.
5. Giving grants to community groups to help fund initiatives supporting local people to feel safe.
6. Working with other organisations, such as Government, national agencies, local authorities, and the criminal justice system, to deliver positive outcomes for North Yorkshire.
7. Making sure the Mayor’s finances, estate and all their assets are operating properly.
8. Working at a national level to lobby for changes which benefit the public, including the communities of North Yorkshire.

The Mayor, the Office, the Chiefs and the Panel

Often there is confusion about the difference between the roles of the Mayor, the OPFCC, the Chief Officers (the Chief Constable and Chief Fire Officer) and the Police, Fire and Crime Panel.

This can lead to frustration, particularly if the public expect something that is not within a specific person or organisation’s role to deliver.

To help make this clearer, the roles of the Mayor, the Chief Officers and the Police, Fire and Crime Panel and the OPFCC can be summarised as:

Chief Constable and Chief Fire Officer

• Is the most senior police officer / fire and rescue officer. The Chief Constable’s employer is the King. The Chief Fire Officer (and Deputy Chief Fire Officer) employer is the Mayor.
• Must deliver an effective police force and fire and rescue service.
• The Chief Constable and Chief Fire Officer have direct control over all their operational services, officers, firefighters, staff and volunteers.
• Tells the Mayor what they think of the Police and Crime Plan and Fire & Rescue Plan before they are approved – they then deliver their parts of what is written in those plans.
• Is responsible for the delivery of operational policing, fire and rescue services and how those services perform.
• The Chief Constable carries out a separate but vital range of legal powers, duties and best practice obligations of policing to victims of crime.
• Politically independent.
• Accountable to the Mayor.

Mayor (Policing, Fire, Crime and Commissioning)

• Decides who the Chief Constable and Chief Fire Officer should be and can dismiss them if necessary.
• Acts on behalf of the public to ensure that the Chief Constable and Chief Fire Officer are delivering effective services by holding them to account.
• The Mayor cannot attempt to directly control operational aspects of the police or fire and rescue service.
• Asks the people of North Yorkshire about what is most important to them about crime, policing and fire and rescue, and puts that information into the Police and Crime Plan and the Fire and Rescue Plan.
• Decides how much the public will have to pay as part of their council tax towards policing and fire and rescue services (this is called the precept).
• Ensure that all victims of crime have access to a broad range of support in line with their rights under the Code of Practice for Victims of Crime, to help them cope with and, as far as possible recover from the effects of crime. This is done through the provision or commissioning of dedicated emotional and practical support services (as defined in Article 2(1)(a) of the Victims Directive Annex 2), including bereaved family members.
• Elected into office.
• Accountable to the public via the ballot box.

Chief Executive and the OPFCC

• Ensures that the Mayor’s Strategic Plans for Policing, Fire and Crime are formulated and delivered. Ensures that the Mayor’s programme is delivered – and that outstanding support services are commissioned to support victims and the vulnerable. The Chief Executive is the Head of Paid Service for the OPFCC. Through the Chief Executive, the OPFCC has delegated powers to carry out many of the Mayor’s powers and duties. Helps organise the Mayor’s conversations with the public about their priorities – and then prepares the draft Police and Crime Plan, Fire & Rescue Plan and submits to the Mayor for approval.
• The OPFCC delivers a Strategic Commissioning Plan which ensures that we put in place outstanding support services for victims and address the root causes of offending.
• Is responsible for preparing the overall financial plans for policing, fire and crime – and overseeing the wise use of public money.
• Ensures that the Mayor carries into effect their duties to victims, by providing (in-house) or commissioning (via public, private and third sector organisations) and managing the services that are necessary to do so.
• Politically neutral.
• The Chief Executive is accountable to the Mayor. The OPFCC team are accountable to the Chief Executive.

Office structure

The OPFCC has a total of 39 posts which includes 2 Statutory Officers, 3 Directors and 10 Managers.

The OPFCC’s organisational workforce size is 0.7% when compared with the combined workforce costs for North Yorkshire Police (NYP) and North Yorkshire Fire and Rescue Service (NYFRS).

• The 2021/22 workforce budget for the police was £132.7 million.
• The 2021/22 workforce budget for the fire and rescue service was £25.5 million.
• The 2021/22 workforce budget for the OPFCC was £1.2 million.

The OPFCC is led by the Chief Executive who is also the Monitoring Officer, a role responsible for ensuring that the Mayor carries out their role lawfully and properly.

This means working closely with the Chief Fire Officer and Chief Constable and their senior teams, to make sure that decisions they take on the Mayor’s behalf are also of a high standard.

The OPFCC also has its own Chief Finance Officer, who has similar duties to ensure that public money is spent properly by the Mayor, the Police Force and the Fire & Rescue Service.

The OPFCC is structured into three functions. With a director responsible for each portfolio:

Public Confidence, which includes:

• Inclusivity & Public Confidence (working jointly with NYP and NYFRS to drive improvements in public trust and ensuring we are a diverse and inclusive family of organisations)
• Customer Service (our innovative police and fire complaints and recognition service)
• Communications & Engagement (ensuring that the Mayor has strong links with the communities they serves and that the public have chance to understand and influence the improvement of their police and fire services)

Delivery & Assurance, which includes:

• Delivery & Assurance (scrutinising operational and corporate performance, making sure that the Mayor’s strategic plans are delivered)
• Fire & Rescue Authority Management (ensuring the Mayor’s governance responsibilities as Fire & Rescue Authority are discharged effectively)
• Business Management and Data Protection (making sure that the OPFCC runs smoothly and that we are exemplary in our compliance with transparency and information rules)

Commissioning & Partnerships which includes:

• Commissioning and Partnership Management (ensuring that the services we commission to help those affected by crime, are of an exceptional standard)
• Offending & Justice (supporting the Mayor to drive improvement in the criminal justice system and addressing offending and re-offending)
• The supporting Victims Team (our innovative, in-house team devoted to helping victims cope and recover from crime, whether or not they choose to report matters to the police)

Our Values

• Selflessness
  We act solely in the public interest.
• Integrity
  We avoid placing ourselves under any obligation to people or organisations that might try inappropriately to influence in our work. We do not act or take decisions in order to gain financial or other material benefits for ourselves, our families or our friends. We declare and resolve any interests and relationships.
• Objectivity
  We act and take decisions impartially, fairly and on merit, using the best evidence without discrimination or bias.
• Accountability
  We are accountable to the public for our decisions and actions and we submit ourselves to the scrutiny necessary to ensure this.
• Openness
  We act and take decisions in an open and transparent manner. Information should not be withheld from the public unless there are clear lawful reasons for so doing.
• Honesty
  We are truthful.
• Leadership
  We exhibit these values in our own behaviour. We actively promote and robustly support our Values and we are willing to challenge poor behaviour wherever it occurs.

This is what our team structure looks like:

Office of Policing, Fire, Crime and Commissioning – Planned Activity 2024/25

This summary Activity Plan is backed by a full project plan and assurance model setting out the detailed items of work and how they contribute to the delivery of the Police and Crime Plan and the Fire and Rescue Plan.

• Assurance framework – North Yorkshire Police
• Assurance framework – North Yorkshire Fire and Rescue Service

We are proud to be responsive to; local needs as and when they change, local events and things that happen at a national level. So, our plans will always be adapted to reflect the public interest – and will never stand still.

Public Confidence

Inclusivity and Public Confidence

The team has 1 Manager, 1 Inclusivity and Public Confidence Officer.

During 2024/2025, this team will:

• Create and implement an overarching collegiate Equality Diversity and Inclusion Programme.
• Drive forward Enhancement of Positive Culture, Integrity, and Public Trust (‘the Inclusivity and Public Confidence Priority’).
• Ensure that the Mayor can demonstrate progress towards the outcomes commissioned under the Inclusivity and Public Confidence Priority, which are:
• The public trust and have confidence in the integrity of North Yorkshire Police as an organisation and in its officers and staff.
• Public trust in North Yorkshire Fire and Rescue Service is maintained.
• Inclusivity, diversity, and equality are at the heart of North Yorkshire Fire and Rescue Service and North Yorkshire Police organisational culture and service delivery.
• North Yorkshire Fire and Rescue Service and North Yorkshire Police are employers of choice with a clear people focus that develops leadership, integrity, and inclusivity.
• Facilitate a collaborative piece of work across the three Directorates in respect of Public Trust and Confidence Surveys for both Police and Fire and Rescue services. This will inform future improvements.

Customer Service

The team has 1 Manager, 1 Senior Customer Service Advisor, 2 Customer Service Advisors and a Customer Service Assistant. A Business Case has been approved and signed off for an additional 2 Customer Service Advisors due to the increase in demand (specifically related to the complaint’s function) – it is hoped recruitment will be undertaken in April/May 2024

During 2024/2025, this team will:

• Deliver the Police and Fire and Rescue Service complaints and recognition functions, undertaking analysis of data to inform organisational learning and development.
• Manage complaints against the Chief Constable and Chief Fire Officer.
• Work with an Independent Adjudicator to manage and deliver the Mayor’s duties to review police complaints where a member of the public is dissatisfied with the outcome.
• Provide specialist advice to the Mayor including the drafting of a Customer Service Strategy.
• Organise and support the various Scrutiny Panels, Community Review Groups, Appropriate Authority Meetings and Lay Observer Scheme.
• Facilitation of the Independent Ethics Advisory Board.
• Provide ‘constituency casework’ support to the Mayor.
• Provide general correspondence and casework support to the wider team.
• Enable the delivery of Police Appeal Tribunals.
• Provide independent administrative support to Police Misconduct Panels including process administration.

Communications and Engagement

The team has 1 Manager, 1 Community Engagement Officer and 1 Media Officer.

During 2024/2025, this team will:

• Manage:
  • Media requests and responses.
  • Statutory information on the Mayoral Combined Authority website,
  • Social media channels.
  • Development of a stakeholder database.
• Deliver:
  • Targeted awareness raising campaigns throughout the year.
  • Consultation with the public about the annual precept (and any new or revised strategic plans).
  • Consultations required by the Mayor’s Scrutiny Panels.
  • Mayoral advice surgeries.
  • Community Engagement Events and Activities (directly or in collaboration with stakeholders/partners).
  • The Mayor’s engagement blog and newsletters.
  • All communications in relation to the Mayor‘s Policing, Fire and Crime activity (for example responses to inspection reports).
• Promote and Facilitate Stakeholder, Partners, and Councillor engagement.
• Publish the Annual Report.
• Create marketing materials and promote the Home Office Safer Streets Funded Burglary Prevention Project, encouraging residents to take part.
• Provide specialist communications advice to projects (such as the Safer Streets funded Stalking and Harassment Project).
• The publicising and publication of an array of work including; the Community Fund, Online Public Meetings, work associated with the Local Criminal Justice Partnership, the Violence against women and girls (VAWG) strategy and the Police and Crime, and Fire and Rescue Plans.

Delivery and Assurance

The Delivery and Assurance Team’s activity focuses on supporting the Mayor to hold the Chief Constable and Chief Fire Officer to account for delivery of the Police and Crime Plan and the Fire and Rescue Plan, and for delivery of effective services to the people of North Yorkshire. The team is also responsible for the delivery of a variety of projects.

The team has 2 Managers (1 of which is the Fire and Rescue Authority Manager) and 2 Delivery and Assurance officers.

During 2024/2025, this team will:

Delivery

• Develop and continuously update the delivery plan for the work of the office.
• Enable the transition of the OPFCC to the Mayoral Combined Authority through project management support.
• Deliver the Safer Streets projects and submit Home Office statutory returns relating to these.
• Prepare and submit new funding applications.
• Complete procurement activities to enable delivery of projects. Utilising Risk Management tools in the delivery of projects and plans
• Help to establish the new Lead Public Safety Officer post and support further expansion of the Public Safety Service.
• If required, scope and commission an Academic Enforcement Investment Appraisal on behalf of the York and North Yorkshire Road Safety Partnership.
• Prepare Annual Reports which detail the Mayor’s activity in relation to Policing, Fire and Crime, and a separate report on behalf of the York and North Yorkshire Road Safety Partnership, detailing road safety activities and achievements.
• Design and undertake a public consultation on resource change proposals to inform a new NYFRS (North Yorkshire Fire & Rescue Service) Risk and Resource Model 2026-29 on behalf of the Mayor.
• Develop and lead a public consultation on priorities for the Mayor’s new Police and Crime Plan and Fire and Rescue Plan.
• Project Manage the public consultation for setting the policing and separately, the fire and rescue precept for 2025/26.
• Design and delivery of fair funding lobbying activity.
• Contribute to the National Rural Crime Network.
• Further develop the online staff training platform.
• Ensure recruitment processes are robust and sound.
• Ensure performance management and development arrangements for the Chief Fire Officer and Deputy Chief Fire Officer are effective.

Assurance

• Maintain the assurance process during the transition period to the Combined Authority and ensure it is embedded fully post transition.
• Hold to account the Chief Constable and Chief Fire Officer for the delivery of the Police and Crime Plan and the Fire and Rescue Plan, and for the delivery of effective services to the people of North Yorkshire.
• Ensure the Assurance Framework and Plan, linked to Police and Crime Plan and Fire and Rescue Plan Priorities Outcomes, is effective and supports the services to progress on their journey to ‘outstanding.’
• Work with the Mayor to plan and deliver Online Public Meetings.
• Prepare strategic briefings for the Mayor for scrutiny work and a broad range of events.
• Deliver scrutiny reviews.
• Prepare and submit the Mayor’s responses to HMICFRS reports.
• Monitor progress towards the Outcomes and Priorities in the Police and Crime Plan and the Fire and Rescue Plan.
• Create briefing packs for the Mayor for meetings and events.
• Create a meaningful public facing assessment of North Yorkshire Police and North Yorkshire Fire and Rescue Service performance.
• Support improvements to ensure an inclusive culture and working environment in North Yorkshire Fire and Rescue Service.
• Ensure that the Mayor conducts the totality of their responsibilities as the Fire and Rescue Authority.
• Manage the efficient delivery of fire and rescue governance and arrangements.
• Ensure timely and effective implementation of the current Risk and Resource Model 2022-25.
• Prepare reports and responses on behalf of the Mayor for the Police, Fire and Crime Panel.

Business Governance

The team has 1 Manager, 2 Executive Assistants, 2 Business Governance Assistants (job share), and 1 Business Governance Apprentice.

During 2024/2025, this team will:

• Provide executive support to the Mayor and senior managers.
• Provide secretariat support for senior officer meetings.
• Manage and deliver the Independent Custody Visitor Scheme.
• Provide administrative support to projects.
• Deliver finance, human resources, IT, and procurement activity.
• Provide general office management activities;
• Business continuity
• Risk management
• Expenses
• Ensure compliance with the Data Protection Act and manage requests for information. For example. freedom of Information and Subject Access Requests.
• Manage the Policing and Fire estate on behalf of the Mayor.

Commissioning, Criminal Justice and Partnerships – 2023/2024

The Commissioning, Criminal Justice & Partnerships team activity falls into 7 Key Categories:

• Developing the Office of Policing, Fire, Crime and Commissioning’s (OPFCC) Strategic Commissioning Plan (please also see Appendix 1)
• Delivering against the OPFCC’s Strategic Commissioning Plan, including responsibility for the end to end OPFCC Commissioning Cycle for all services:
  1. Detailed information on the 26 key services currently commissioned can be found in the Commissioned Services section of our website.
     1. Twelve Victim services
     2. Eight Perpetrator schemes / programmes /interventions
     3. Two Vulnerable People’s services
     4. Four Community Engagement / Safety services / funds
• Operational delivery of our unique, innovative in-house Supporting Victims service – our team of Victim Care Coordinators provide immediate support to victims of crime over the phone, undertaking needs assessments and making referrals into specialist cope and recovery support services (whether or not victims report to the police): What we do | Supporting Victims | North Yorkshire
• Management of two partnership Funds, running four funding rounds for each per year:
  1. Community Fund: Apply for the Community Fund – Police, Fire and Crime Commissioner North Yorkshire (northyorkshire-pfcc.gov.uk)
  2. Community Safety & Serious Violence Services Fund: Apply for the Community Safety Serious Violence Fund – Police, Fire and Crime Commissioner North Yorkshire (northyorkshire-pfcc.gov.uk)
• Securing additional funding from central government departments for North Yorkshire and the City of York in relation to service delivery for the public; and delivering against any duties or grant funding the OPFCC is responsible for e.g. Serious Violence Duty – mainly Ministry of Justice (MoJ) and Home Office (HO)
• Enabling the OPFCC to drive improvement in the Criminal Justice System, including offending and re-offending
• Leading on Partnership working for the PFCC
  1. Locally including:
     1. Community Safety Partnerships
     2. Local Criminal Justice Partnership
     3. Domestic Abuse Local Partnership Board
     4. Safeguarding Boards
     5. Overarching Violence Against Women & Girls (VAWG) Strategy Governance
  2. Regionally including:
     1. Regional Reducing Reoffending Partnership
  3. Nationally including:
     1. Association of Police & Crime Commissioners (APCC) – Victims portfolio
     2. Victims Commissioner
     3. Domestic Abuse Commissioner

The team includes four Commissioning & Partnership Managers, each with end to end commissioning cycle responsibility for a specific portfolio of commissioned services; a Data & Systems Manager, with responsibility for our case management system; a Commissioning, Criminal Justice & Partnerships Officer; a Data Modeller; and a Team Leader and team of Victim Care Coordinators within our Supporting Victims Team. 

The work of the team during 2024/25 will include delivery against 7 of the Key Commissioning Commitments outlined in the Police & Crime Plan 2022-25.

Delivery Plan at April 2024:

7 Key Commissioning Commitments 2024/25	2024/25 Plan
1.       Code of Practice for Victims of Crime: https://www.gov.uk/government/publications/the-code-of-practice-for-victims-of-crime – we will work in partnership to monitor and improve local delivery against the 12 Victims’ Rights	Continues 24/25 re. Commissioned Services including duty to work with ICB and LAs re. DA, SV and SV commissioning once Victim & Prisoners Bill becomes Law NYP Code compliance via D&A Directorate / Assurance Framework
2.       Victim Experience – we will work in partnership to seek victim feedback at key points in the criminal justice process, to identify and address key recurring issues	Continues 24/25 re. Commissioned Services NYP victim experience & satisfaction monitoring via I&PC Directorate / Assurance Framework
3.       Victim Needs Assessment 2022: North Yorkshire Victims’ Voice: Understanding Victims’ Needs – implement recommendations, and monitor & report on progress	Continues 24/25 – bi-annual progress report due April 2024
4.       VAWG Strategy: Addressing violence against women and girls in North Yorkshire & City of York (northyorkshire-pfcc.gov.uk) – monitor & report progress	Continues 24/25 – monitor & report on progress against 6 strategic objectives (including tracking the level of public confidence in NYP – I&PC Directorate)
5.       Perpetrator Behaviour Change – we will expand the availability and awareness of, and engagement with early intervention behaviour change programmes in relation to perpetrators of Domestic Abuse, Sexual Violence, Stalking, Illegal Cultural Harms, and Hate Crime.	Continues 24/25 •        DA – monitor new Foundation service from 1st April 24 for high risk of harm, willing to engage perpetrators, one to one behaviour change programme based on Respect accredited Drive model •        DA – commission to address gap re. low risk, mandatory intervention e.g. CARA to support Adult Out of Court Resolutions changes •        SV – commission to address gap re. SV perp. intervention e.g. Circles •        Stalking – Consideration of Mayor post May – Commission e.g. COBI re. 18m/2 year pilot & progress future regional approach based on market test results i.e. procurement request for information •        ICH – Implement Halo’s Talk Listen Change programme •        Ongoing monitoring of Hate Crime Awareness Course and Violence Awareness Course
6.       Victims’ Centre – our new Victims’ Centre will improve the accessibility and experience of sexual violence victims accessing forensic medical and crisis services via our Sexual Assault Referral Centre and Child Sexual Assault Assessment Services and provide a dedicated Video-Recorded Interview (VRI) suite for these victims, as well as a separate VRI suite for other vulnerable victims and witnesses.	Open Acer House, York for sexual violence victims in 2024 Continues 24/25 – monitor building works & ensure centre open in time for provider to commence UKAS accreditation process in time for October 2025 deadline
7.       Women’s Whole System Approach (Centre): expanded provision implemented in (rural) Scarborough, monitor and report on progress including seeking women’s feedback	Continues 24/25 Business Case signed off by PFCC 09/10/24 to expand current Women’s Centre commissioned service to include outreach provision and Women’s Centre development in Scarborough. Establish women-only drop-in in Selby and establish Women’s Centre in Scarborough. Maximise collaboration with local partners to continue to develop the Whole System Approach to achieve an improved response for women and girls, particularly from rural and isolated areas and those at risk or victims of exploitation. Women’s Centre service to be recommissioned, in line with contract end (to include expansion) co-commissioning to be explored to increase provision to women on a County-wide basis.

 The work of the team during 2024/25 will include delivery against the OPFCC’s Strategic Commissioning Plan 2020-25 which identifies 7 Strategic Commissioning Objectives for 2024/25. The table below outlines the team’s plan as of April 2024:

7 Strategic Commissioning Objectives 2024/25	2024/25 Plan
1.       Serious Violence Duty – Convene 5 statutory partners to enable delivery against the 5 Priorities of our local Serious Violence Response Strategy	·       Act on the PFCC / Mayor’s power to convene ·       Monitor & report on Response Strategy, 5 Priority delivery ·       Maintain working group under CSPs ·       Monitor delivery of 11 Serious Violence Fund projects ·       Plan with partners re. any new funding allocation for 25/26
2.       Adult Out of Court Disposals – framework reforms – work with NYP to enhance our diversionary intervention options	Develop low risk, mandated DA perpetrator intervention – in line with CARA, consider how/if Change Direction service could support
3.       ASB Hotspot – enable NYP to secure & deliver against £1m HO fund	Bid submitted March 2024; Secure £1m funding; Monitor NYP delivery & returns to HO
4.       ASB Immediate Justice – secure & deliver against £500k HO fund	Develop a delivery plan in partnership; Implement plan from October 2024
5.       Elders Commission – develop and deliver project similar to Youth Commission	Continues 24/25 – Community Commission launched Nov 23, delivery underway, on track to be delivered April 24
6.       Sexual Violence – enhance the strategic, coordinated, partnership response to SV	·       Continue to develop & embed strategic partnership working across NYP, NYFRS, CYC & NYC in relation to sexual violence ·       Work with York & North Yorkshire Combined Authority to explore the opportunity to develop Transport linked projects to maximise joint outcomes across Y&NY communities
7.       Safer Streets 5 – Deliver 6 VAWG Projects	£221,433 for 23/24 (from Oct.23) & £138,677 for 24/25 to: 1.       Deliver NYP deployments of Operation Vigilant 2.       Deliver Comms Campaign re. feelings of safety in the NTE 3.       Purchase & install video doorbells for victims of post-separation DA & stalking 4.       Deliver All About Respect Project 5.       Finance Women’s Whole System Approach Co-Ordinator 6.       Deliver Vulnerability & Spiking Training (24/25)

The work of the team will include delivery against 8 Commissioning Priorities identified for 2024/25 within the OPFCC’s Strategic Commissioning Plan 2020-25. The table below outlines the plan for delivery as at April 2024:

8 Commissioning Priorities 2024/25	2024/25 Plan
Four existing services will be considered for Contract Extension
1.       Case Management System – FIRsT	Contract commenced 1st November 2022 (2 year initial term, potential to extend for 2 years) – Case Management System for victims of crime, offenders and community safety hubs
Diversion Schemes	Schemes commenced 4th May 2021 (3 year initial contract term, potential to extend by 1 + 1 year) – to reduce first time entrant rate and low level reoffending – NYP referral at the point of arrest (via YOP for YP) and NYP and partner referral e.g. CS Hubs pre-arrest
2.       Adult Women 18+
3.       Adult Men 18+
4.       Yong People 10-17
Four existing services are due to be Recommissioned
5.       Independent Sexual Violence Adviser (ISVA) service (co-commissioned with CYC & NYCC)	Contract extension commenced 01.04.24 to 31.03.25 – cope and recovery service for SV victims
6.       CS/CE Parent Liaison Officer (PLO) service	Contract extension to commence 01.04.24 to 31.03.25 – support service for parents of those at risk of or victims of CS/CE
7.       Restorative Justice (RJ) & Mediation services (+ Community Conferencing)	Contract extension to commence 01.06.24 to 31.05.25 – enables victims and perpetrators to meet directly or correspond indirectly, providing victims the chance to explain the impact of crime and holding perpetrators to account, helping them take responsibility and make amends
8.       Women’s Wellness Centre (York) service	Contract extension to commence 01.09.24 to 31.03.25 – Adult women, 18+ that: have multiple, acute and complex needs; are chronically excluded; and / or are at risk of being, or are involved with the criminal justice system

Appendix 1: Commissioned Services

On behalf of the Office of Police, Fire, Crime & Commissioning (OPFCC) the Director of Commissioning, Criminal Justice & Partnerships is responsible for developing a Strategic Commissioning Plan (please see embedded SCP 2020-25 – 24/25 Update – to follow) and commissioning services across North Yorkshire and the City of York to:

1. Support Victims to cope and recover after crime;
2. Enable Perpetrators, or those at risk of becoming perpetrators to address root causes and change their behaviour;
3. Protect and ensure better outcomes for Vulnerable People coming into contact with, or at risk of coming into contact with the police; and
4. Engage with Communities to understand need and improve Safety.

All services are free, confidential, accessible whether an individual has made a report to North Yorkshire Police or not and, unless specifically stated, are available across North Yorkshire and the City of York.

In 2022/23 services commissioned on behalf of the PFCC received over 51,000 Referrals; worked directly with (Engaged) over 18,000 individuals to make progress against areas of assessed need; and consistently received over 90% cope & recovery service Satisfaction Rates from victims of crime.

Detailed information on the 26 key services currently commissioned can be found on the OPFCC’s website: Commissioned services – Police, Fire and Crime Commissioner North Yorkshire (northyorkshire-pfcc.gov.uk):

• Twelve Victim services
• Eight Perpetrator schemes / programmes / interventions
• Two Vulnerable People’s services
• Four Community Engagement / Safety services / funds

Twelve Victim services:

1. Supporting Victims needs assessment and onward referral into specialist support service – provides telephone-based support for any victim of crime to assess their cope and recovery needs and refer them into specialist services: https://www.supportingvictims.org/about/what-we-do/
2. Independent Victim Adviser (IVA) service – provides face to face support in the community for victims of Serious Crime, those who are Persistently Targeted, and Vulnerable or Intimidated victims (Hate Crime, Fraud, non-domestic Stalking).
3. Independent Sexual Violence Adviser (ISVA) service – provides face to face support for any victim or survivor of all forms of sexual violence or abuse, including historic child sexual abuse; all ages and genders, regardless of sexual orientation.
4. Domestic Abuse Victims Community Based Support services (Independent Domestic Violence Adviser service) – provides immediate safety planning and advice, and longer-term practical and emotional support where required through specially trained workers for any direct victim or survivor of domestic abuse; all ages and genders, regardless of sexual orientation.
5. Child Sexual and/or Criminal Exploitation (CSCE) service – the ‘Hand in Hand’ service works with children and young people who have been a victim of, or who are at risk of becoming a victim of exploitation and those that are repeatedly reported as missing.
6. CSCE Parent Liaison service – works with parents or guardians of children and young people who have been a victim of, or are at risk of becoming a victim of extra-familial exploitation and those that are repeatedly reported as missing.
7. Specialist support for children and young people aged 10 years and above to cope with the immediate impacts of domestic abuse between their family members and also address any inappropriate behaviour being demonstrated as a result of the domestic abuse they have experienced, including within intimate relationships with other young people – dedicated, face to face support from the point of crime, through the criminal justice process and beyond – full need and risk assessment, bespoke cope and recovery plan development and delivery – support for non-abusing parents / guardians.
8. Sexual Assault Referral Centre (SARC) services – provides crisis support and forensic medical services to collect any evidence for all adult victims of rape or sexual assault aged 16 years or over; all genders and regardless of sexual orientation.
9. Child Sexual Assault Assessment Service (CSAAS) – provides crisis support and forensic medical services to collect any evidence for all children and young people aged 0 to 16 years who have disclosed sexual abuse or assault, or where it is suspected. Older young people up to their 19th birthday may also be seen by the CSAAS if they have additional needs or it is deemed to be clinically appropriate.
10. Counselling service and Anger Management service – The Counselling service is all aged and person-centred to support victims of crime to cope and recover. The service aims to enable victims to either support themselves independently or be supported through an appropriate peer support network by the end of provision. The Anger Management service provides Community Safety partners with a preventative intervention that aims to achieve an improvement in the referred clients’ behaviour which impacts positively on community safety.
11. Restorative Justice service & Mediation service – The Restorative Justice service brings those harmed by crime and those responsible for the harm into communication with each other. This enables everyone affected by the incident to play a part in repairing the damage and finding a positive way forward. The Mediation service provides Community Safety partners with a service that supports the resolution of disputes to prevent criminality. The service supports Anti-Social Behaviour disputes, Boundary disputes, Verbal Abuse, Communication Breakdown, Cultural Differences and Family Mediation.
12. Independent Road Collision Victim Adviser service (IRVA)

Eight Perpetrator schemes / programmes / interventions:

1. Crossroads: Adult Women’s Diversion scheme; and
2. Crossroads: Adult Men’s Diversion scheme – Intervention is offered to individuals who are at risk of entering the criminal justice system, at risk of becoming a first-time offender and those committing low to moderate levels of offending; to address the underlying causes of offending and achieve behaviour change in order to divert them from the criminal justice system and reduce reoffending.
3. Change Direction: Young People’s Diversion scheme – A prevention and early intervention scheme for young people aged 10-17, who may be committing antisocial behaviour or low-level offences; to address the underlying causes of offending and achieve behaviour change in order to reduce the number of young people entering the criminal justice system as a first-time entrant, reduce crime and antisocial behaviour incidents in local areas and reduce re-offending.
4. +Choices: Interventions for Adult Perpetrators of Domestic Abuse – provides triage and emergency, temporary (up to 7 nights) accommodation where required, 1 to 1 motivational interventions and structured Perpetrator Programmes, including both 1 to 1 and group delivery options for anyone aged 16 years and over who is a low to medium risk perpetrator of domestic abuse who wants to address and change their abusive behaviour; all genders and regardless of sexual orientation.
5. North Yorkshire Substance Misuse Service – The PFCC provides an annual financial contribution towards the Public Health contract commissioned by North Yorkshire County Council to support criminal justice elements of substance misuse provision and partnership working. This includes an arrest referral pathway for individuals where drug and alcohol is a contributing factor to their offending.
6. York Substance Misuse Service – As above in partnership with City of York Council.
7. North Yorkshire Youth Justice Service – The PFCC provides an annual financial contribution to support North Yorkshire Youth Justice Service delivery across service priorities including the Youth Outcomes Panel, victim liaison and restorative practice, as well as contributing to the service’s overall infrastructure and performance management.
8. York Youth Justice Service – As above in relation to York Youth Justice Service.

Two Vulnerable People’s services:

1. Mental Health Triage in the Force Control Room – A nurse led service aiming to ensure people coming into contact with North Yorkshire Police who are displaying signs of mental ill-health and other vulnerabilities can be triaged/assessed by a mental health professional and referred on for targeted help. The service, which is telephone only, delivers across North Yorkshire and the City of York.
2. Women’s Centre, York – The Women’s Centre engages and offers support to women who have multiple, acute and unmet needs and those who are chronically excluded or are, or are at risk of being, involved with the criminal justice system. The service takes a gender and trauma-aware approach.

Four Community Engagement / Safety services / funds:

1. Youth Commission – The Youth Commission enables young people, aged between 10 and 25, to inform, support and challenge the work of the Police, Fire and Commissioner, North Yorkshire Police and North Yorkshire Fire and Rescue Service: About the Youth Commission – Police, Fire and Crime Commissioner North Yorkshire (northyorkshire-pfcc.gov.uk) – including the Good Citizen Award: Good Citizen Award – Police, Fire and Crime Commissioner North Yorkshire (northyorkshire-pfcc.gov.uk) – Between March and December 2022 the Youth Commission engaged with over 1,400 young people between 10 and 25. Responses were analysed and informed key findings and recommendations for change (PAGE TO BE UPDATED POST CONFERENCE): Youth Commission Reports – Police, Fire and Crime Commissioner North Yorkshire (northyorkshire-pfcc.gov.uk)
2. Community Fund – The Community Fund is specifically for local organisations, groups or individuals who want to apply for financial support to deliver a new community safety project or scheme: Apply for the Community Fund – Police, Fire and Crime Commissioner North Yorkshire (northyorkshire-pfcc.gov.uk)
3. Community Safety & Serious Violence Fund – In addition to working directly with the Community Safety Partnerships (CSP) and providing target hardening and communications funding for local authorities and strategic funding for CSPs, the PFCC has also provides funding to support community safety issues, through a mix of commissioned and non-commissioned services. The Community Safety & Serious Violence Fund is available to any local community group or organisation in North Yorkshire or the City of York wanting to apply for financial support; the proposed project must benefit local communities directly and be supported by the appropriate CSP (Safer York Partnership or North Yorkshire Community Safety Partnership): Apply for the Community Safety Serious Violence Fund – Police, Fire and Crime Commissioner North Yorkshire (northyorkshire-pfcc.gov.uk)
4. Community Conferencing service delivered by Restorative Solutions (aligned to RJ service)

Appendix 2: Strategic /Key Commissioning Commitments, Objectives & Priorities Delivered 2023/24

 The work of the team during 2023/24 included delivery against the 9 Key Commissioning

Commitments outlined in the Police & Crime Plan 2022-25. The table below outlines the progress made against these Commitments up to the end of March 2024: 

9 Key Commissioning Commitments 2022-25	Progress Update March 2024
1.       Code of Practice for Victims of Crime: https://www.gov.uk/government/publications/the-code-of-practice-for-victims-of-crime – we will work in partnership to monitor and improve local delivery against the 12 Victims’ Rights	Continues 2024/25 Worked in partnership with North Yorkshire Police (NYP) to increase the proportion of victims offered & referred to cope & recovery services after crime – focus on sexual violence – including via NYP service directory. Worked with Local Criminal Justice Partnership (LCJP) Victim & Witness Board to develop monitoring approach, in response to Ministry of Justice (MoJ) intention to check compliance. NYP Code compliance via Delivery & Assurance Directorate / Assurance Framework
2.       Victim Experience – we will work in partnership to seek victim feedback at key points in the criminal justice process, to identify and address key recurring issues	Continues 24/25 Sought out & acted on victim experience and satisfaction feedback re. Commissioned Support services & Needs Assessment & Referral service Supported NYP to establish & enhance mechanisms for collecting victim feedback and embed victims needs assessment NYP victim experience & satisfaction monitoring via I&PC Directorate / Assurance Framework
3.       Victims Needs Assessment 2022 – we will undertake a new Victim Needs Assessment, aligned to the research we undertook in 2014 and 2016, to inform the continuous improvement of locally commissioned cope and recovery support services: https://northyorkshire-pfcc.mixd.co.uk/for-you/victims/victim-assessment/	Continues 24/25 North Yorkshire Victims’ Voice: Understanding Victims’ Needs VNA 22 report published, ongoing implementation of cope & recovery service continuous improvement recommendations, and monitoring progress in preparation to report
4.       VAWG Strategy – we will develop an ambitious and innovative, overarching local VAWG Strategy, to keep women and girls safe in North Yorkshire and the City of York. Together with North Yorkshire Police, North Yorkshire Fire and Rescue Service, and other statutory partners we will agree joint strategic objectives, and actions for delivery to tackle VAWG, including tracking the level of trust and confidence in North Yorkshire Police.	Continues 24/25 Addressing violence against women and girls in North Yorkshire & City of York (northyorkshire-pfcc.gov.uk) Strategy developed, ongoing monitoring and reporting on progress against 6 strategic objectives (including tracking the level of public confidence in NYP – I&PC Directorate)
5.       Perpetrator Behaviour Change – we will expand the availability and awareness of, and engagement with early intervention behaviour change programmes in relation to perpetrators of Domestic Abuse, Sexual Violence, Stalking, Illegal Cultural Harms, and Hate Crime.	Continues 24/25 •        DA – newly re-commissioned service from 1st April 24 via Foundation includes high risk of harm, willing to engage perpetrators, one to one behaviour change programme based on Respect accredited Drive model •        DA – planning ongoing to address gap re. low risk, mandatory intervention e.g. CARA to support Adult Out of Court Resolution changes •        SV – planning ongoing to address gap re. SV perp. Intervention, including Circles •        Stalking – Business Case for COBI 18m/2 year pilot reviewed by PFCC 01/03/24, concept agreed in principle, to be proposed to Mayor for consideration post May – Also exploring potential for future regional approach via procurement market testing, including request for information •        ICH – Halo’s Talk Listen Change programme – 24/25 delivery, via Community Fund application •        Hate Crime Awareness Course and Violence Awareness Course now offered as CRD option via Restorative Solutions, 20 and 10 completed respectively
6.       Victims’ Centre – our new Victims’ Centre will improve the accessibility and experience of sexual violence victims accessing forensic medical and crisis services via our Sexual Assault Referral Centre and Child Sexual Assault Assessment Services and provide a dedicated Video-Recorded Interview (VRI) suite for these victims, as well as a separate VRI suite for other vulnerable victims and witnesses.	Continues 24/25 Progress made towards opening Acer House, York for sexual violence victims in 2024 Increased budget signed off, design signed off, building contractor commenced on site February 2024
7.       Women’s Centre – we will pilot expanding the provision available through our Women’s Centre in York into North Yorkshire, specifically rural Scarborough to ensure that women in rural or isolated communities are able to receive a dedicated gender-specific and trauma-aware service.	Continues 24/25 Outreach work now delivered across County, women-only drop-in sessions established York, Harrogate, Scarborough, Northallerton – Jan. feedback from York women re. service gaps and future need – Liberty Links (mobile provision) commenced Aug 23 covering Rydale, collecting user data re. support needs
8.       Road Traffic Collision Victim Adviser service – we will extend our pilot project providing cope and recovery support for victims of road traffic collisions who are seriously injured and the families of those bereaved	Closed / Delivered 23/24 Service commissioned & commenced 23/24 – BAU commissioned service delivery from Jan 24
9.       Engaging with Communities – our North Yorkshire Youth Commission will establish and deliver the Good Citizen Award, celebrating young people aged 10-25 making a positive impact in their community. This initiative will support young people to develop and demonstrate six key qualities: empathy, proactiveness, honesty, respect, passion, and creativity.	Closed / Delivered 23/24 Implemented, monitoring & reporting on delivery – BAU from April 24

The work of the team during 2023/24 included delivery against the OPFCC’s Strategic Commissioning Plan 2020-25 which identified 13 Strategic Commissioning Objectives for 2023/24. The table below outlines the team’s progress against them up to the end of March 2024:

13 Strategic Commissioning Objectives 2023/24	2023/24 Progress
1.       Safer Streets 4 – VAWG – Street Harassment – 22/23 and 24/25 £90,095 – Suzy Lamplugh Trust to review & make recommendations re. NYP Stalking Processes and deliver Stalking Advocacy & Stalking Champions Training – Rural Media to develop a bespoke film to raise awareness of stalking amongst 16-25 year olds and Animations for Bitesize Content to support stalking training Safer Streets 5 – VAWG – £221,443 for 23/24 (from Oct. 23) & £ 138,677 for 24/25 to deliver: 1.       NYP deployments of Operation Vigilant 2.       Comms Campaign re. NTE feelings of safety 3.       Purchase & instalment of video doorbells for victims of post-separation DA & stalking 4.       All About Respect project 5.       Finance for Women’s Whole System Approach Co-Ordinator 6.       Vulnerability & Spiking Training (24/25)	Closed / Delivered – All 3 projects delivered – Stalking report recommendations being implemented by NYP;  116 Stalking Advocates & Champions trained; Just a Kiss promotion ongoing, engagement extremely successful     Continues 24/25 – New income from October 2023 •        Deployments of Op Vigilant have commenced •        Underspend from Protect Your Home initiative utilised to deliver Comms Campaign •        All About Respect project underway •        Women’s WSA Co-ordinator enabled Liberty Links presence in Whitby & Malton
2.       Domestic Abuse ‘Whole Family’ Approach – Support for Children & Young People Affected by DA research – review and implement recommendations – including evidence to support committing new £ from April 2024 to the cope & recovery service (£132k p/a) – 23/24 funded from one off precept £	Closed / Delivered – Report delivered, recommendation implementation being monitored and reported on – Business Case to PFCC, approval confirmed via CFO 17/08/24 for additional recuring funding for CYP specific DA cope and recovery service – Newly commissioned single holistic Support Service for all Children & Young People Affected by Domestic Abuse from April 2024 will both support children & young people to cope with the immediate impacts of domestic abuse between their family members and address any inappropriate behaviour being demonstrated as a result of the domestic abuse they have experienced, including within intimate relationships with other young people
3.       DA support within healthcare settings review – consider recommendations & any action required	Closed / Delivered – Report delivered – no further action planned at this time
4.       Serious Violence Duty – Act on the PFCCs power to convene – maintain Working Group under CSPs – enable Needs Assessment & Strategy development by end of 2023	Continue 24/25 – Strategic Needs Assessment and Strategy submitted to Home Office by 31st January 2024 deadline – SNA & Strategy launched March Serious Violence Fund – 11 x projects awarded funding, ongoing monitoring commenced – 2024-25 £ committed in full
5.       New Full Sutton Prison – create local links – ensure local needs considered re. prison provider procurement	Closed / Delivered – ongoing links to be maintained
6.       Out of Court Disposal – adult framework reforms – work with NYP to enhance our diversionary intervention options: Reforms to the adult out of court disposals framework in the Police, Crime, Sentencing and Courts Bill: Equalities Impact Assessment – GOV.UK (www.gov.uk)	Continues 24/25 Change to Out of Court ‘Resolutions’ – Guidance delayed until late 2024, early 2025 – NYP recruiting to central OoCR team Ongoing work to enhance existing Crossroads diversion service and establish low risk, mandatory DA perp. provision
7.       Review support available for bereaved relatives re. Sudden Death – review options and implement recommendations	Closed / Delivered – open invitation for Coroner to apply for funding to fill service gap
8.       MH FCR Triage – monitor the impact of Right Person Right Care on the MH FCR Triage service	Closed / Delivered – BAU as part of contract monitoring – (I&PC Directorate via Assurance Framework ongoing Right Care, Right Person monitoring)
9.       Community Remedy Review	Closed / Delivered – consulted the public on revised options, feedback required limited amends – published revised offer by April 2023
10.    Elders Commission – develop and deliver project similar to Youth Commission	Continues 24/25 – Community Commission launched Nov 23, active members, project underway, to be delivered by April 24
11.    Student Engagement – support Youth Commission & partners to ensure student voices are sought out & heard	Closed / Delivered as part of VAWG work – links to be maintained
12.    Trauma informed practice review  –  of commissioned services: Working definition of trauma-informed practice – GOV.UK (www.gov.uk)	Closed / Delivered – Review undertaken – guidance provided for existing commissioned services
13.    Data minimisation (ICO principle c) review – of commissioned services: Principle (c): Data minimisation | ICO)	Closed / Delivered – Review undertaken – continue as existing services are re-commissioned / new services commissioned

The work of the team included delivery against 10 Commissioning Priorities identified for 2023/24 within the OPFCC’s Strategic Commissioning Plan 2020-25. The table below outlines delivery up to end of March 2024:

10 Commissioning Priorities 2023/24	Delivered 2023/24
One new service was Commissioned
1.       Independent Road Collision Victim Adviser Service (non crime)	New contract commenced 01.12.23 – initial term 2 years – extension periods +1+1 – On the back of a successful pilot project funded via the Community Fund in 21-23 – specialist support for victims and bereaved relatives of road traffic collisions
One existing service was Extended
2.       Youth Commission & Good Citizen Award	Contract extension commenced 01.12.23 – period maximum 2 years – initial contract term 2 years from 01.12.21 – Youth (10-25) engagement work to inform PFCC / NYP / NYFRS approach across key priorities for young people (plus Good Citizens Award)
Four existing services were Recommissioned
3.       Domestic Abuse Victims Service (IDVA) (co-commissioned with CYC & NYCC)	New contract commences 01.04.24 – initial term 4 years – extension periods +2+2 – cope and recovery service for DA victims
4.       Adult Domestic Abuse Perpetrator Programme (co-commissioned with CYC & NYCC)	New contract commences 01.04.24 – initial term 4 years – extension periods +2+2 – voluntary behaviour change programme for DA perpetrators
5.       Young People Showing Signs & Symptoms of Abusive Behaviour Programme (co-commissioned with CYC & NYCC)	New contract commences 01.04.24 – initial term 4 years – extension periods +2+2 – voluntary behaviour change programme for young people Included within newly commissioned single holistic Support Service for all Children & Young People Affected by Domestic Abuse from April 2024 – build resilience, prevent unhealthy behaviours from escalating & facilitate positive relationships with family to move forward from harm experienced
6.       Child Sexual / Criminal Exploitation & Missing Service	New contract commences 13.05.24 – initial term 3 years – extension periods +1+1 – prevention, early intervention and cope and recovery service for at risk and victims
Four existing services due to be Recommissioned were Extended
7.       Independent Sexual Violence Adviser (ISVA) Service (co-commissioned with CYC & NYCC)	Contract extension to commence 01.04.24 to 31.03.25 – cope and recovery service for SV victims
8.       CS/CE Parent Liaison Officer (PLO) Service	Contract extension to commence 01.04.24 to 31.03.25 – support service for parents of those at risk of or victims of CS/CE
9.       Restorative Justice (RJ) & Mediation Services (& Community Conferencing)	Contract extension to commence 01.06.24 to 31.05.25 – enables victims and perpetrators to meet directly or correspond indirectly, providing victims the chance to explain the impact of crime and holding perpetrators to account, helping them take responsibility and make amends (Community Conferencing to address community issues with a focus on ASB, aligned to police problem solving team.)
10.    Women’s Wellness Centre (York) Service	Contract extension to commence 01.09.24 to 31.03.25 – Adult women, 18+ that: have multiple, acute and complex needs; are chronically excluded; and / or are at risk of being, or are involved with the criminal justice system

In addition to the above in 2023/24 the team generated additional funding for the OPFCC of £3,045,237 for the financial year 24/25. The table below provides an overview of income generated for financial years 23/24 and 24/25:

Funding description	23/24	24/25
1.       Additional IDVA / ISVA capacity	£482,670	£482,670
2.       New additional IDVA / ISVA capacity	£130,285	£130,285
3.       DV/SV Fund	£318,925	£318,925
MoJ Sub Total	£931,880	£931,880
4.       Safer Streets 4 & 5 – VAWG – Street Harassment	£221,433	£138,677
5.       Safer Streets 4 & 5 – Protect Your Home	£243,923	£214,467
6.       Serious Violence Duty	£258,899	£260,213
7.       ASB Immediate Justice		£500,000
8.       ASB Hotspots		£1,000,000
HO Sub Total	£724,255	£2,113,357
Total	£1,656,135	£3,045,237